Control mechanisms in the workplace will assist in the planning development for customer satisfaction and measurable milestones for improvement. Every business needs to develop and use some kind of control mechanism to operate effectively and efficiently. This paper will explore four different types of control mechanisms used by various departments at two corporations – Dixon Sanitary and WE Energies. In doing so, the authors will identify, compare, and contrast these mechanisms and determine whether these mechanisms are effective by examining the positive and negative reactions to these control mechanisms, and explain how these control mechanisms influenced the four functions of management.
Dixon Sanitary uses numerous controlled mechanisms throughout its operating business days. One control mechanism used at Dixon Sanitary is called “a bay a day.” This is a pro-active rather than reactive procedure for ensuring quality and accuracy in filling customer orders. At the start of each day the warehouse supervisor picks a bay in the warehouse racking system to count. This is normally done in succession rather than just selecting a bay at random. Every parts located in the bay comes up on a form that is printed out with the parts location and quality that each should meet. A warehouse worker would count the entire bay for the number of parts at the site and compare the actual count to what the system says it has on hand. If the counts do not match, a second person would re-count all the parts at the bay that discrepancies occurred. The workers would then check for any missing parts that may have been placed at the wrong location. If parts are still missing, the division manager may sign off for an inventory adjustment to be d...
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...he delivery of services. Its control mechanism lays in the stages that the system was developed with different departments performing different tasks in serving the customers.
Dixon, on the other hand, uses the point system to give employees opportunity to take leadership initiatives to determine for themselves how much they want to benefit from the company’s point earning system for paid time off and profit sharing opportunities. This tool helps Dixon’s management put the load back on the shoulder of the employees where managers can relax somewhat with the control mechanism on quality human resources and quality productions. The design of all four tools talked above are essential in the planning impact of measuring from the beginning, whether the beginning of employment to the start of each working day, or to the end result of quality and satisfaction achievements.
The current location and positioning of some of the racks has required the shipping and receiving operator to unload the parts manually by hand, when they should be unloaded with a fork truck. With the racks dispersed out from one end of the facility to another, it takes the shipping and receiving operator longer to unload the material than if the racks were placed in a more centralized area. The utilization of the inventory racks has also become a problem that operators face on a daily basis. Inventory racks should have more commonly used material in the middle for easy access and rarely used material on the top. Due to the way the racks are organized currently, each shelf contains a mixture of several different materials including scrap pieces mixed in with new pieces. Many inventory racks house more than one material per
We can see that piecework is a direct indicator of the employees output. In addition, the year end bonus is linked with the profit the company earns. The guaranteed employment provides employees the base line for their life, so they don’t have to be worried about getting fired or searching for other jobs, which makes them more concentrated on their jobs. From the combination of these three components, employees can have confidence to work and to understand that their performance will be measured properly.
In controlling, organization has lots of risk factors .Manager take some employee who is able to control and handling risk factors.
In Table 1, we see three different process controls. Starting with proactivity or feedforward control, this is the method of anticipating problems before they occur. This allows the organisation to prevent needless revenue loss through failed initiatives or drops in the economy. This could relate to offering clients enhanced services to discourage them from approaching Christie’s
Once the system has been put into place, it is rather easy to use. The main advantage of the point system is that it is a more precise way to evaluate a job. It is a more comprehensive job evaluation system in that it includes the talents, energies, duties and working environments from one job to the next. Financial responsibility, leadership, collaboration and other key indicators are included as well. The fourth type of system is the Work Evaluation system and this system measures a job’s value through its importance to the business and the goals set forth. By using this type of system, an energetic business can truly see how a job contributes and relevance in attaining the company goals or objectives. The disadvantage to this type of evaluation is that certain jobs that are important and needed are overlooked due to the main focus on its worth to helping the company achieve its
Management control strategy is not a one dimensional formulae of labour controlling, other than controlling employees, it is also about exploiting employees' discretionary effort and creativity as a prime interest. In the Webboys article, Barrett (2004: 787) demonstrated how different strategies have been manipulated separately and simultaneously to control the labour process of developing primary software. This essay is going to investigate various directions of management strategies, which incorporate with radical approaches of control in response to the dilemma between offset the notions between "direct control" and "responsible autonomy dichotomy" (Friedman in Barrett 2004: 38). Based on the argument that there is "no best way" (Hyman in Barrett 2004: 38) of management strategies, which Barret contend in the Webboyz case study. This essay is concerned that autonomy can never be fully implemented without direct control. Furthermore, we can never separate the various management strategies fads with their perpetual aim- controlling employees to achieve the best result. I will examine the particular approaches of classical scientific management has been applied to the fast food industry, in terms of controlling by financial incentives, rigid task design. Therefore, team is sought to be a "substitute for a more indirect forms of integration and supervision."(Fulop and Linstead1999:220)
Controlling in management is a function of management that is concerned with making sure that all other functions of the management are put in place and operated effectively. Controlling ensures that it has taken into consideration the monitoring of the output of the employees as well as the establishing standards of performance that will guarantee that the performance of the will always meets the set standards (Spellman,
C-Control: Controlling all possible aspects of the business to ensure everything is running according to the plan.
Glenrothes Colliery management decided to introduce a new system for appraising worker’s performance in their effort to improve their operation (McLean, P. and P. Dawson, 2010). The decision to introduce the system used was a result of a search and evaluation effort looking at the general business environment (2010a). Including not only collieries and mining industries, but also other...
Reward systems in the work place are not a new idea in the workplace, but they are the key to having happy employees and happy employees mean better output. Reward systems are systems used by companies where employees who achieve particular results are paid more or get other advantages. Some employers offer pay as incentives, while others offer benefits, some use a combination of both types. Employees within a company want recognition for the time and effort that they have put into a task required of their job. The use of reward systems not only enhances the company but it gives the employee a feeling of personal connection and investment into the company. Building a reward system can be a great asset to the company, by allowing the employees to feel that they are a part of the company. Reward systems are an important tool and key concept to managing an organization effectively.
Controlling is the fourth management function and its purpose is straightforward- to make sure that actual performance meets or surpasses objectives. It is well used for decision making and problem solving. Effective control depends on other management functions and it gives feedback to them. These functions are planning, organizing and leading. Planning sets directions and allocates resources. Organizing puts people and material resources together in working combinations. Leading motivates people to use these resources in the best way. Basically, the function of controlling is to make sure that the right things happen in a right time and in the right way.Control helps that overall directions of individuals and groups are consistent with short-range and long-range organizational plans. Also, it helps to ensure that objectives and accomplishments are coherent with one another throughout an organization. Moreover, it helps maintaining fulfillment with essential organizational rules and policies. Good example where we can see role of control is in helping to protect individual rights to become equivalent with employment opportunities at work. The control process practiced by managers includes four steps: 1) establish objectives and standards 2) measure actual performance 3) compare results with objectives and standards and 4) take actions if necessary1. The controlling process starts with establishing performance objectives and standards which means that the controlling process begins with planning. Performance objectives should be defined and associated with specific measurement standards for determining how well they are accomplished. Standards are the targets of performance. The next step of the control process would be measur...
Controlling: The Company must function in optimum levels toward the achievement of the desirable objectives, discarding lower value activities and concentrating on higher value activities to ensure the optimum results in the use of rare resources such as time, money, space, market shares.
Felstead, Jewson and Walters (2003) conclude that managerial control is directly related to the visibility and presence of employees in the office because it enables managers to ascertain that employees are actually working and enables managers more discretion on how the job is completed and an ease in monitoring the productivity levels of employees. When these control strategies are linked back to managerial prerogative it is easy to see that managers’ discretion is increased because the decisions relating to tasks in the workplace are decided on without consultation with employees or unions. This is because the employment contracts do not establish the details relating to the completion of tasks in the organisation. (Bray, Waring and Cooper, 2011)
This report examines the Control Process applied by different companies, they use the control process to make sure that, the whole departments are working as better they can, the control process improve better benefits to the company, work place, employees, customer and directors. The control process is to maximizing productivity and minimizing costs to achieve their goals. The finding in this report is based on books and Internet sources. This report recommends that, the control process is the process to achieve the goals and also to planning the future.
Management - in managing the system, the emphasis lies on continuously improving the system in order to achieve the best results.